Challenge: A fragrance and flavor company wanted to create a foreign trade zone (FTZ) in which it could perform both manufacturing and distribution functions. Due to its many product formulations — and ingredients coming from the U.S. and around the world — tracking inventory was complex. Some incoming ingredients also skipped manufacturing and were sold raw.
Challenge: A global food company was experiencing flat revenue and struggling to increase market share with demanding consumer expectations for ingredients and prices. Financial forecast credibility was debated, and plans were not consolidated. With a projected $100-million profit gap, timely accurate data was difficult to receive.
Challenge: A food 3PL warehouse manager was frustrated that his customer was rejecting about four to six loads every week. For example, one trailer containing 54 double-stacked pallets was rejected upon arrival because product had spilled — requiring 24 hours of cleanup.
Challenge: Since February 2018, the cost of duties for U.S.-China operations has substantially grown. There are now $550 billion in tariffs applied exclusively to Chinese imports, while China has imposed $185 billion on U.S. goods.
Challenge: In 2017, a global third-party logistics provider’s more than 400 distribution sites and warehouses were purchasing labels and other consumables from multiple sources — often incurring excessive shipping costs and chargebacks due to poor-quality, unscannable labels. The company needed a cost-effective solution to contain increasing costs, plan budgets, ensure consistent quality and improve customer satisfaction.
Challenge: One of the world’s largest logistics providers was faced with shipping globally sourced drugs from its U.K. distribution centers, and tracking to countries with various regulations was an enormous challenge.